Dead in the Water

I was walking down long corridors in a room big enough to hold three olympic swimming pools. If indeed there had been swimming pools sounds of laughter, happy frolicking and conversations would have filled the room. Instead the loudest sound was coming from the massive fans pumping stale cool air into the room.

 As I continued to walk toward my meeting room I passed hundreds of cubicles occupied by one or two seated workers. No one was smiling and to my ears, conversation was non existent. Perhaps face to face communication was being sucked into the sound proofing and thick industrial carpet. 

I sensed that I was walking through the shell of a huge dead reptile. I entered the meeting room hoping to find it filled with senior managers who wanted to recharge the company. People who remember what it was like to believe that they could change life for the better. People who understood that together they were unstoppable. In fact I was sadden but not surprised to see that only three tired executives were waiting in the room to start the meeting. 

I asked if something had happened today that put such a damper on the workers? A senior executive said that a new program has been started by the CEO. The CEO worried that so many people were absent from their desks that productivity was dropping. The boss started putting stickers on the senior teams computers when they were absent. The stickers read: “Where are you?” or “Why aren’t you working?”.

This jolted the seniors to return to their desks. Now the new policy of “occupy your cubicle” was spreading through-out the company. Monitors were sent down the halls at different and unpredictable times each day. If workers weren't at their desk the monitor would mark the worker “NP” or not present. Three unsupported absents a week called for the worker to come before a review committee and defend themselves.

What happened to this once vital inventive company? Originally, the founders would get out of their offices and walk around having spontaneous conversations with workers. Curiosity and creativity ruled the day. Both workers and founders flourished in this rich environment. The company was an innovator producing many patents and contributing to human knowledge in the fields of entertainment, medicine and national defense. This was once a happy place where trust flowed up and down the the hierarchy and office politics were considered unwelcome, even absurd. What I discovered was that the company had hired a succession of failed CEO’s. Each more removed from the company’s original purpose. Simply put the company had lost it’s story.

To be continued….Next blog “Why Stories Matter”

Work on your story with Bob at his Elevate Your Elevator Pitch workshop on Saturday May 20th, 2017. Sign up here.

Next Elevate Your Elevator Pitch is Coming

Join me and Pat Pattison on Saturday, May 20th for our next workshop.

Sign Up

Elevate your Elevator Pitch Info

• Saturday May 20th

• 7 hours: 9:30am-4:30pm

• Pasadena Area

• More info: 626-429-3296

• Cost: $400 per person

• 5 Elemental steps to creating the perfect pitch:

• How to perfect your elevator pitch about you business, service or product. We show you the 5 elements of persuasion and coach you in getting it “just right” to make people care and achieve your goals. We also do one on one coaching to help you overcome nervousness and the obstacles that are holding you back. The final product is a concise 1-2 minute video you can use for your website or marketing purposes.

If you would like to join Bob and Pat, sign up here.

https://www.eventbrite.com/e/elevate-your-elevator-pitch-may-20th-tickets-33252027710

By protecting others you save yourself.

In these contentious times I take comfort in watching old classic films like Kurosawa’s masterpiece, The Seven Samurai. Kurosawa presents what happens when a small band of altruistic warriors takes on the challenge of protecting a poor and defenseless village from the savage rape and plunder of a ruthless gang of bandits. The bandit force outnumber the villagers by ten to one.

We soon feel that we are in the middle of a terrible battle for survival. Kurosawa’s cinematography creates a visceral response from the audience. He is showing us that there is nowhere to hide from these dark forces. Denial is suicide for ourselves and community. Kurosawa calls on us to transform our fear and act with compassion, discipline and precision.  He helps us understand that every living thing is vulnerable and death or life comes in unexpected ways. 

If there is any chance for survival it comes from the insights and experience of the wisest of the Samurai, played by The brilliant actor Takashi Shimura.  First this wise warrior senses that each sub group in the village has their own special interests and if allowed to fester these special interests will tear the fragile community apart even before the bandits attack.

He gathers all the villagers and Samurai together. He knows that the village must work as one. So he speaks a simple truth which at first seems paradoxical but we soon comprehend that it’s the truth. “This is the nature of war. By protecting others you save yourself. If you only think of yourself you destroy yourself.”

For further lessons learned from Seven Samurai check out what I had to say here: https://youtu.be/NlxJL_4bIu8

Elevate Your Elevator Pitch! Edit: Moved to Feb 11!

Workshop has moved to Saturday February 11, 2017!

Dickman on Leadership: Being There & The Importance of Deep Listening

I’m excited to share the next episode in my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new! 

As a leadership coach for more than 20 years, I have found that the most difficult skill for leaders is one of the most important, listening. It is a full mind and body activity that must be practiced and mastered to make an effective leader. In this “Dickman on Leadership” episode we take a look at Peter Sellers’ performance in the film Being There and I explore techniques you can use to enhance your listening techniques.

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session. 

Dickman on Leadership: Walker & Boundaries Can Save Your Life

I’m excited to share the next episode in my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new! 

While on the set of the Ed Harris film WALKER, I lost sense of my personal boundaries which put my personal safety at risk. In this video, I share that story and a technique to ensure leaders are aware of their team's personal boundaries. 

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob  

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session. 

Dickman on Leadership: The Caine Mutiny & Trusting Your Leader

Welcome to the next episode in my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new!

In the classic film The Caine Mutiny - a film based on a true story - we have a dramatic example of the importance of trust in leadership. Watch the video to learn more...

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob  

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session. 

Dickman on Leadership: Loose Cannons & The Unintended Consequences of Praise

Even your most high achieving team members are vulnerable to the power of praise.

I’m excited to share the next episode in my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new!

As an assistant to the director on the set of Loose Cannons I witnessed a dramatic example of how excessive praise can be damaging to a team. Watch the video to learn more...

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob  

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session. 

Dickman on Leadership: The Man With Two Brains & Confirmation Bias

Confirmation bias can blind us to what is right before our eyes.

I’m excited to share the next episode in my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new!

In The Man With Two Brains we see how strong emotions, when hidden from view, bias the best of intentions.

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob  

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session.  

Dickman on Leadership: On Set with Robin Williams & Rebuilding Self-Confidence in the Moment

I’m excited to share the next episode in my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new!

In this episode, I share a wonderful example of how to rebuild self-confidence in the moment that I witnessed while working on the film set of The Best of Times. Having difficulty with one particular scene, Robin Williams takes a step back to rebuild his confidence.

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session.

Dickman on Leadership: Seven Samurai & Overcoming Blind Spots

Welcome to a new episode of my video series “Dickman on Leadership” where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film holds a mirror up to society and human behavior. In this series, I’ll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new! 

Using a clip from Seven Samurai, I show just how deadly misperception can be and the importance of seeing yourself clearly in high stakes situations. 

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob 

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session.

Dickman on Leadership: Bill Durham & Overcoming Performance Anxiety

Do your palms perspire and your mouth feel like you stuffed a dozen cotton balls down your throat? If this happens when you’re standing in front of an audience or even thinking about it then you have a fear shared by millions of others. According to the annual Chapman University survey on phobia, the fear of public speaking is the number one American phobia.  

In this episode of "Dickman on Leadership" we explore techniques to overcoming performance anxiety through an example from the film Bull Durham. 

Subscribe to my YouTube Channel and see all of the videos in this series at https://www.youtube.com/user/firstvoicebob  

Do you have a leadership question you would like answered? Click on "ASK BOB" for a free one-time email or phone session.  

Introducing My New Video Series "Dickman on Leadership"

I'm excited to introduce my new video series "Dickman on Leadership" where I explore different aspects of leadership through classic film. As a narrative and leadership coach, I believe film hold a mirror up to society and human behavior. In this series, I'll share some of my favorite examples of both excellent and poor leadership. I hope you enjoy and learn something new!

Subscribe to my YouTube Channel at https://www.youtube.com/user/firstvoicebob to see all of the videos in this series!

What Smokey The Bear can teach us about failure

Remember Smokey the Bear? “Only you can prevent forest fires.” As a boy, that was my mantra.

I grew up in the dry, grey sagebrush hills of Southern California—the site of some of the worst fires in US history. Smokey convinced millions of Americans that fire was the deadly enemy of all animal and vegetable life. It was a dangerous force that must be eliminated, or it would indiscriminately destroy everything it its path.

When I went on summer camping trips with my family, my favorite job was making sure the fire was out. Dad helped me put on his thick hiking boots, then i’d jump into the concrete fire ring and stamp on the smoldering embers until every glowing spark was extinguished. It felt great, like I was killing a diamondback rattler, making sure it could never spite it’s fiery venom at innocent pine trees, jack rabbits or, God forbid, baby Bambi.  After Dad made sure that I had “assassinated” the fire, he’d say “good job” and I’d beam with pleasure. 

Unfortunately, Smokey’s strategy hasn’t been a great idea in the long term. Scientists now realize that fire is an essential part of the forest’s eco system. Fires help eliminate dead trees and underbrush; certain seed pods germinate only after being exposed to the high temperatures of forest fires.  

By preventing this natural fire cycle from occurring, dead trees and underbrush keep accumulating until the entire forest is a huge tinder box waiting to explode. Smokey’s strategy leads not to healthy forests and Nature in balance, but even larger and deadlier fires.  

So the US Forestry Department has a new policy. Forest fires are no longer seen as bad or “evil”; trying to prevent all fires is not only impossible, but undesirable. Fire is now understood to be a natural part of a healthy forest system. 

The equivalent of “fire” in business 

What’s the equivalent of fire in business? What do most business leaders stomp down on, hard? 

The fear of making a mistake. 

Mistake-making and forest fires have a lot in common. Both seem to come out of nowhere. Both are unpredictable. And both fires and mistakes make leaders feel like they’re no longer in control.

Often fearful subordinates try to hide mistakes, problems or obstacles from bosses. The result—as with Smokey—can be bigger losses down the road. 

Business consultant Steve Schlabs reports that, in big organizations, a salesforce is usually the group closet to the customer. Salespeople deal with the everyday concerns customers have with the product. Salespeople know what’s working with the product and what’s not. This is vital information to the leaders of a company. 

However that information is often not delivered, or worse distorted, because sales people are afraid. They don’t want to be blamed for a problem in the product, or have their jobs threatened by their superiors because they “just can’t sell.” So small problems easily fixed go unchecked until a crisis happens. Mistrust between salespeople and their bosses can cause huge business disasters.

Here’s a better way

Develop a culture of curiosity. Look at patterns of behavior. Allow the people who are closest to the customer to speak openly, without feeling like they are jeopardizing their jobs. Instead of having a stomp-down culture, ask “Are all mistakes bad?” “Can failure lead to greater opportunity?” “Would learning more quickly about a product or interpersonal problem lead to a better outcome?”

Smokey’s bosses have changed their tune, and so can you. Imagine the bear in the hat: “Only You Can Inspire Curiosity and Challenge Old Thinking.”

Through A Glass Darkly

“We read the world wrong and say it deceives us”

                            -Rabindranath Tagore 

Business Week conducted a survey. It asked thousands of business managers to self rate themselves regarding their competence and skills when leading others. 90% of the managers who responded placed themselves in the top 10% regarding their skills and abilities.

Executive coach Marshall Goldsmith, was speaking at a large medical conference. There were over 300 doctors in the audience. Marshall asked by a show of hands how many were in the top 50% of their graduating class.  Every physician raised their hand. Marshall paused for a moment looked hard at the audience, smiled and said “According to the laws of statistics this is highly improbable.” The audience laughed back nervously.

”Through a glass darkly” That’s how the bible describes human ability to see reality. Another way of looking at this is to say that we all have blind spots regarding seeing ourselves and how we view the world.  We think that we are seeing what is actually there but forget we are wearing a dark pair of sunglasses with distorted lens. And everyone has a different pair of glasses with unique distortions moulded by our own experiences, traumas, travails and cultural conditioning.

Here are five actions we can take to act more effectively:

1. A big step into the light, is to assume that we don’t  see reality as it actually is especially when we are in high stakes situations.
2. Slow down your decision making especially when you find yourself talking rapidly, breathing shallowly, and having an overwhelming sense you are right. 
3. Understand that we make decisions based on how we feel as well as our rational reasoning. Thinking that we can exclude emotions from our decisions is folly. Emotions informs our rational brain and helps us make decisions. 

   The more we pay attention to those feelings the more likely we can understand the effect that emotions have on our world view. Conversely, the more we deny awareness of our emotions the more likely they will unconsciously influence our perceptions

1. Hire a coach who is dedicated to helping you understand your blind spots and is engaged in giving you clear feedback on your performance.
2. Even when there is enormous pressure for a decision take the time to breathe. Slow deep breaths engage the parasympathetic nervous system that allows greater blood flow to the brain and signals that we are not under extreme threat to either flee, freeze or fight.

Empty Handed

I want to tell you a story about two different types of communication. The year is 2002. A group of Silicon Valley billionaires is backing a new museum for the California Academy of Science. The money’s not a problem; the land’s prepared. The question is, who can build a building that turns the world on its ear?

After an intense search and deliberation, the competition was down to two, both great architects. The first was a Brit by the name of Sir Norman Foster. Foster was—and is—a giant in the field; he’s designed buildings around the world. You might know a building of his, a skyscraper in the middle of London’s financial district affectionately nicknamed “The Gherkin.” (Personally, I think it looks more like Buck Rogers’ rocket ship than a pickle) Foster’s competition was Renzo Piano, an Italian of equal renown. Renzo designed the George Pompidou Center, a one hundred thousand square foot building carved into the heart of downtown Paris.

Norman Foster—Authority in Action

The two finalists were asked to make a presentation in front of the Academy’s board. The first presenter was Foster. He came well prepared, with a beautiful scale model of his proposed design. Foster meticulously showed how each part of his model would interact; he spoke forcefully about the amazing materials to be used, the fact that buildings spew more toxins into our atmosphere than cars, and how imperative it is to design in sustainability. Each of Foster’s points was underlined by projected slides, and mounted renderings, moved this way and that by his army of assistants. When the hours-long presentation was over, the Academy’s Board was quite impressed, if not, completely worn out. Such attention to detail! Such authority! Such control over his subject matter! How could Renzo top that?

Renzo Piano arrived a day later. When he entered the presentation room he had no model, or even pictures of his model. Thinking that the model must be on its way, one of his hosts asked if he would prefer to wait a bit. Renzo smiled, and said that the only thing he needed was a large pad of white paper and an easel.

“But where is your model?” a Board member asked.

“Here,” Piano said, tapping his forehead.

Renzo Piano—“We are having a conversation.”

For all his accomplishments, the Italian is an unprepossessing figure. He is a small-framed man who holds himself in a relaxed and welcoming manner, and when the presentation began, Piano was silent for a while. He smiled and acknowledged the audience…then began to talk.

Piano spoke about the building as if it were his intimate friend. He suggested that this building would be alive in the same way that nature is alive. He spoke of how this building could breathe. As Piano said this, he began to draw pictures illustrating what he meant—not full-color, impressive renderings like Foster had prepared, but drawings, sketches really, that conveyed feeling. The audience began to see and sense the life force in these drawings. They hung on Piano’s every word, and learned as he, quietly but with great intensity, talked with, not at them. Honest to God, they began to see how an inanimate object could actually breathe.

Piano’s drawings were surprising, accessible, beautiful. He spoke about the power of beauty—that it was not sentimental, but a force equal to power and aggression. True beauty, rooted in nature its laws, was actually even greater than that, because it had the power to transform, to inspire. People in the room were able to see into his creative process; new forms and ideas kept spilling out until the entire room became a part of his narrative web.

As Piano finished, a stillness enveloped the room; the Board was leaning forward in their chairs. He had captured everyone’s imagination. He was so present, that the people in the room sensed something being born, right in front of their eyes. The audience didn’t feel cajoled or worn down or convinced; they felt thrilled, enthralled. Renzo Piano, with his broken English and Italian accent, brought light to that room and in so doing had transformed everyone in it.

The Power of Conversation

Need I say what happened next? Renzo Piano was awarded the contract. His California Academy of Science Museum now sits in the center of Golden Gate Park. Renzo had prevailed not because he was smarter than Foster—both men are geniuses—but because his style of communication worked more effectively.

Piano’s triumph wasn’t all about him, any more than a conversation is only about one person; it was the Board that decided. In the next update, I’ll tell you exactly how Piano won the day. Then I’ll explain how you can use this same type of communication in your own business.

Special thanks to: Ron Pompei at Pompei AD and Andy Klemmer at Paratus Group for helping me with the history of the story.

Harnessing the Power of Story/Brand to Create Revenue Workshop

Join Bob and Pat Pattison for their Harnessing the Power of Story/Brand to Create Revenue workshop on Wednesday, March 28. More info here: http://fv-mar-28-12.eventbrite.com/

This must be Toesday

Recently a client of mine who once worked for a big firm told me an interesting story. One morning, she was summoned to a large meeting. After everyone had gathered, the COO spoke in a reassuring way, indicating that yes business was down, but no downsizing was planned. My client wasn’t buying it.

After the meeting, my client asked to have a word with the COO in private. When they were alone, she got right to the point. “So Jim—how many of us are getting laid off?”

The COO gawped at her. “How did you know?” “Every time you try to hide bad news,” my client replied, “you look down at your toes.”

Brain scientists and social anthropologists tell us that human beings are storytelling creatures. People are continuously transmitting stories—whether they know it or not. And the more aware leaders become of their hidden story giveaways, the more authentic, trustworthy, and credible they become.

Just imagine if Jim hadn’t looked down at his toes. Instead, he’d come forward and said, “As you know, the company is facing a downturn and, sadly, we will be letting people go. The leadership team has struggled with how best to tell you this. We felt that you deserve the most up-to-date, accurate information possible, which is why I’m giving it to you straight. We will be making every effort to help those who will be leaving the company.”

Even though this would be a difficult speech to give, it would preserve credibility for Jim and the company’s senior team. Credibility not only enhances a company’s ability to weather tough times, it gives all parties the maximum number of options. Who knows—perhaps in six months, the company will be able to re-hire some or all of the layoffs? Who would want to return to a company whose leaders deceived or patronized its workforce?

It’s precisely when tough messages must be conveyed that businesspeople must be most conscious of their storytelling. The right stories help leaders lead; and you can’t lead if you’re looking down at your toes!

Success Really Does Breed Success

In the mid-80s, a group of grad students at the University of Minnesota wanted to see if people would learn more quickly from success or failure. So they selected two bowling teams matched closely in experience, age, physical characteristic of bowlers, et cetera. One group was “Team A,” the other “Team B.” Then, the students videotaped a whole seasonʼs worth of tournaments. From these recorded tournaments, the students created two edited video tapes. The first tape showed only the mistakes that “Team A” members made—holding oneʼs breath; releasing the ball incorrectly; or visibly losing focus after a disappointing game. The second video, however, showed “Team B” members doing things right.

After each video was shown to the relevant team, the team members were encouraged to talk among themselves about what they had learned, and what if anything they wanted to change. Almost immediately both teams began to tell each other stories. The big difference was that “Team A” produced a series of painful, negative stories while the positive tape produced a much more optimistic appraisal of success for “Team B.”

Both teams improved their game after seeing their video. However “Team B”—the ones who got the “success” mixtape—improved their score 38% faster than “Team A.”

Bowlers learn more quickly and effectively by focusing on their success rather than their failures.

This same experiment has now been replicated with other sports, with similar results. Great golfers find it far more effective to visualize a shot going straight down the middle toward the center of the green, than saying over and over, “What ever you do, donʼt hit it into the rough.”

These studies form the basis of a new field of organizational development: Appreciative Inquiry (http://bit.ly/qd3l1) Appreciative Inquiry, developed by David Cooperrider(http://bit.ly/qa29FI) and his associates, has found that people within organizations find it more productive to focus on what is working well—what is vital and successful within a business—rather than what is defective, deficient and destructive. In his work, participants are asked to tell stories of actual successful and vital events. What did those events actually look and feel like? The more specific the better.

AI says that what individuals and organizations focus on becomes reality; and the stories that are told within the organization reinforce that reality. The next time youʼre feeling stuck, visualize the outcome you want.

Say youʼre anxious to close a deal with a client. Hereʼs a few tips to move towards a positive mindset:

• Think like “Team B”: recall a time when you closed that deal—when you were feeling vital, happy and successful.
• In your mind, flesh out the details of that success. How were you feeling? What were you thinking? How were you behaving towards your client, and yourself?
• Visualize doing more of what made you successful.
• Now put that visualization into practice, and close this deal, too!

Bob is a certified executive coach. He helps managers and their teams become more successful by improving how they think and talk. Contact Bob at: bob@first-voice.com

What Lady Macbeth Can Teach Doctors

Thereʼs a big problem in hospitals: patients are dying when they donʼt have to. According to Dr. Richard Pascale, Associate Fellow at Oxford University, “Twenty thousand Americans die every year because they are in a hospital and are exposed to a bacteria immune to antibiotics.” Thatʼs like a plane crash every week—and it doesnʼt have to happen. The culprit is called MERA; itʼs a type of multi-resistant Staph which spreads when health care givers forget to wash their hands. Interestingly, men and women at the top of the medical hierarchy—doctors—forget more often than nurses, EMT or orderlies.

Many hospitals have tried posting stats in hallways; others actually levy fines. But neither approach has helped. (Whatʼs next? Maybe a picture of Lady Macbeth?)

Dr. Pascaleʼs approach was simple. First, he discovered a small VA hospital where there had been a 60% reduction in MERA. Then, he didnʼt talk to the administrators or doctors, but gathered stories from the people below—the orderlies, the patients. One patient said, “When I hears that squish sound”—someone using the disinfectant pump —“I sigh with relief.”

This and other stories led to two changes in hospital procedures. First, the hospital moved the dispensers from behind the bed to in front, so patients could see who was disinfecting before touching them. Next, administrators encouraged both patients and family members to speak up—a friendly, “Hey doc, please wash your hands.” This bottom-up approach has done wonders.

Who in your company has the least power? Perhaps itʼs your customers or assembly operators or your maintenance people. It might surprise and inspire you to spend some time asking them how they see the world and what steps can be taken to make your organization more vital and productive. The results might make you sigh with relief.

There Will Be Stories

I was hired by the head of an oil company to help a particular refinery improve itʼs safety standards. Accidents had been occurring at an alarming rate over the last few years. This was well above the OSHA standards. The head of the refinery had tried to use financial rewards and punishments in a carrot and stick approach to improving safety. He monetarily rewarded the crews with the lowest accident rates while fining those who had more problems. He was confident that this would bring results. His motto was “Unleash capitalist principles to bring greater safety.” It sounded great but after a year of using his program, the safety record was only marginally improved.

I suggested that I be allowed to interview the crews with the best safety record. I wanted to learn what they were doing right. What I discovered was that the stories of safe and effective procedures were being told to everyone on the team. For instance, a problem had arisen when crew members needed to select specific tools for a job. New crew members could get confused or feel rushed in selecting the correct wrench. They were reluctant to ask too many questions for fear of sounding “dumb” Consequently oil lines were improperly being shut down with the resulting unexpected pressures and potential fires.

One resourceful crew member painted the needed wrench bright blue. This visual cue made clear which wrench to select, even for neophytes. The crew chief made sure that this story was told to everyone, especially the newer crew members. The chief also urged his team to collect more safety stories and pass them on. Top management working with each platform chief adopted the policy of capturing and telling success and safety stories. The last time I checked, the refinery had a zero accident rate after 14 months of instigating this program.

It is human nature that everyone wants to feel safe. Financial incentives may not help or even get in the way. Instead, I suggest doing three things. First share stories of what is working well in your company. Second, make sure these stories are told again and again to all members of the team. Finally, let your team know that stories of success are welcome and appreciated.

Change is tough in any organization. Make sure that positive events in your culture are turned into stories about how problems get solved. Then encourage that these stories be told with passion and frequency.